transformed. In the past, the workforce bought and sold loyalty intended for

job security. If you appeared to function, made a good

effort, and stayed out of difficulties, you were usually

secure in your task. When I managed to graduate from college or university in

the first 1960s, certainly one of my friends received a job with AT& To

and named home. His mother cried with pleasure. " Most likely set

for lifetime, вЂќ your woman said.

Will you be set for lifetime today with any corporation?

No! Life span employment is known as a thing in the past. Over

the last number of years, I've been trying to п¬Ѓnd away

what the new deal is. Talking to leading managers about

the world, I have asked, " If it's certainly not loyalty you want from your workforce today, what do you want? вЂќ The answers have been very universal: " I want people who are problem solvers and are willing to take initiative.

I want people working for myself who become they individual

the place. вЂќ

In other words, top rated managers, presented a choice,

would really like empowered peopleвЂ”individuals they can

value and trust to make good business decisions,

whether top rated managers are around or certainly not.

Does the workforce object to that particular? No! In fact ,

I've asked people, " What do you want coming from an organi-

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zation if work security is no longer available? вЂќ Again, the answers have already been pretty common. People today desire

two things. Initial, they want honesty. " Avoid lie to us.

Don't tell us by one level there will be zero layoffs and

then change a few months later and lead a serious

downsizing. вЂќ

Second, people want in order to constantly

find out new skills. " At some point, basically have to appearance

for a new jobвЂ”either inside or outdoors my present

organizationвЂ”I wish to have better expertise and be more

valuable than I was prior to. вЂќ What better way to get

more important than to take initiative, become

problems solver, and act and think as an owner.

Bingo! We have agreement. Then exactly what is the problem? Most people will argue that many managers are not willing to let go, that they still want to keep up

control. These managers speak a good video game but they still

want to be in control and prefer great subordinates who also

follow the business lead of their superiors. Today's truth in

the world of work shows that managers today, if they will

are to be successful, must believe and action in different

ways. In the 1980s, a supervisor typically closely watched п¬Ѓve

peopleвЂ”the span of control was one manager to п¬Ѓve

direct reviews. To be competitive, organizations today

must be customer driven, economical, fast, п¬‚exible,

and continuously improving. This has led to more

mean-and-lean organizational structures where spans

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of control have increased considerably. It is not uncommon today to п¬Ѓnd one director for twenty-п¬Ѓve to seventy-п¬Ѓve direct information. Add to that the emergence of virtual organizationsвЂ”where managers are being asked to regulate people that they never satisfy...